project portfolio
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A project portfolio can be defined as a set of project proposals that are selected according to one or more criteria by a decision-maker (individual or group). Regularly, the portfolio selection involves different decision problems, among those evaluation, selection, scheduling, and resource allocation. In published scientific literature, these problems have been addressed mainly separately giving as a result suboptimal solutions (portfolios). In addition, elements as partial allocation and project representation through tasks constitute relevant characteristics in practice that remain unaddressed in depth. The proposal of this research is to integrate the project selection and project scheduling, incorporating all relevant elements of both decision problems through the scheduling of tasks allowing to determine when the task will be funded and executed. The main impact of precedence rules at the task level in the portfolio is also studied. In this work, Project Portfolio Selection and Scheduling Problem (PPSS) is studied and solved through a new mixed-integer linear programming (MILP) model. The model incorporates renewable and nonrenewable resource allocation, along with partial and total funding policies, project divisibility, and interdependences. Scheduling is integrated into the model, both at the project level and at the project task level, which allows scheduling in noncontiguous periods. Small instances (up to 64 projects) and medium instances (up to 128 projects) were solved optimally in very short times. The relationship between the quality of near-optimal solutions and the solution computing time by modifying the parameters of the solver employed was researched. No significant change in the solution’s quality was perceived, but a significant reduction in solution computing time was achieved. Furthermore, the main effects of precedence rules on solution times and portfolio impact were studied. Results show that even if few precedence rules were introduced, the resource allocation of tasks changed significantly, even though the portfolio impact or the number of projects of the selected portfolios remains the same.

The purpose of this paper is to examine the ability of a firm to innovate and absorb its innovative developments by borrowing concepts and models from project portfolio management (PPM). Using past research and the existing literature, it evaluates the potential to apply PPM to the medium-term strategic planning efforts of small- and medium-sized firms. The implementation of strategic innovation requires organizations to develop both a dynamic culture and flexible internal systems that yield to major external changes in their industry as well as internal resource changes. Such changes could include supply or value chain adjustments, changes in consumer behavior, re-allocation of internal resources or the responses of competitors. This paper examines the planning and implementation of project portfolio management tools in small- and medium-sized enterprises (SMEs) (50–250 employees) with a mid-range (2–4 years) planning horizon that are required to innovate in a strategic context to remain competitive or to take advantage of new opportunities. It relates strategic foresight to the ability of the firm to adjust tactically, including in the utilization and development of internal tools, processes, systems and culture. This paper contributes to the literature by examining the potential for PPM methodologies and models to support decision making in a strategic context in SMEs, an area that is under-represented in the research on strategy. It also relates this foresight with strategic innovation and draws parallels between the strategic management planning process and the use of project portfolio management models. It argues that strategic innovation is closely tied with the ability not just to innovate but to absorb this innovation within the organizational processes and build organizational maturity. It also examines the potential use of project portfolio management models to aid strategic innovation. The use of PPM models in support of strategic innovation may contribute to the sustainability of SMEs as businesses and to the potential to identify new business models that enhance the sustainability of a firm’s competitive advantage, particularly in mid-term.